Human Resource Management: Change Implementation Essay

Questions:

1. Overall, what did Julia Woodland do right? What could she have done differently?
2. Were the correct people involved in the process? Whom would you have included and why?
3. What errors did Woodland make with her own staff? What impact might these errors have had on the success of the implementation? What should have been done?
4. Discuss the cultural issues involved in this case. Are there things Julia Woodland should have taken into consideration prior to starting the implementation? Why are they important?
5. If you were in Julia Woodland’s position, what would you include in your communication plan for the implementation?
6. How can training be used in this case to make the implementation more successful?
7. How can the Grant Corporation increase user acceptance of the system?
8. Discuss the potential benefits of process reengineering in this implementation. What impact might it have had?
9. After the implementation, what steps should the HR department take to ensure proper maintenance and support of the system?
10. What can Julia Woodland do now to “get everyone on board” and increase the likelihood that this implementation will be successful?

Answers:

1. Overall, what did Julia Woodland do right? What could she have done differently?

The case study indicated many roadblocks and challenges that were being encountered by Grand Corporation over the years. Julia Woodland was able to identify the need for improvement in the HR department and its functions. Lack of advanced technology and its adoption in the HR department has affected the hiring process, the payroll systems, performance evaluation and compensation systems, benefits enrolments as well as the personal data storing. This compelled Woodland to look into the adoption of the latest software systems HRIS (human resource Information system) to streamline all the processes in the company. Despite taking a positive step towards enhancing the efficiency and effectiveness of the HR department, Woodland failed to communicate effectively with all the members and failed to get cooperation. Woodland was able to sense the resistance from the employees even before the implementation of the HRIS. Duffy (2016) has pointed out that the communication is the key for the effective implementation of any change.

2. Were the correct people involved in the process? Whom would you have included and why?

Though Woodland did involve some of the most important department as in the finance and the Information technology apart from involving the existing human resource department, she failed to involve the employees of the company, who are an integral part of every change that is implemented in the organization. In an organization, the reactions and attitude of the employees towards any change holds great importance. In addition, if the organization faces resistance from the employees pertaining to any change, the change will never succeed (?ystein Saksvic, 2009).

3. What errors did Woodland make with her own staff? What impact might these errors have had on the success of the implementation? What should have been done?

Woodland failed to communicate and involve the employees in the entire process. Failure to do so has already shown the signs of resistance from the employees in the form of lack of cooperation. This could lead to lack of cooperation from the employees which will affect the overall success rate of the implementation of the new HRIS system. The first step in the implementation of any form of change in the organization involves communicating with all the people involved who are bound to get affected by the change and accepting the need for change. It is important for the employees to understand the reasons for suggested change and how this change will influence them in the future (Tomlin & Richardson, 2004).

4. Discuss the cultural issues involved in this case. Are there things Julia Woodland should have taken into consideration prior to starting the implementation? Why are they important?

The culture of the organization is lack of involvement of the people in the business operations and functions. It was important for Julia to study all the functions and departments in the organization and determine the factors that have been affecting the efficiency of the organization and the HR department. Organization is the glue that binds an organization through a shared meaning and promotes survival and adaptation (Inceoglu, 2002). Plessis (2006) says organizational culture determine how the people act and execute and operation day to day in the organization.

5. If you were in Julia Woodland’s position, what would you include in your communication plan for the implementation?

The communication plan should include sending out emails to all the members in the organization. This would provide them the hint to towards a potential change implementation in the company. Conducting meeting with the different departments in the organization to further explain the needs and reasons for the change should be the first priority in the change.

6. How can training be used in this case to make the implementation more successful?

Training during the implementation of the HRIS systems should not be limited to the departments like HR, IT and finance, it should also involve the employees as they will get the idea how the system will be affecting them. Deighton (2010) has pointed out that training is a crucial enables for the successful implementation of any new change in the organization. Training will allow the department to learn how to use the systems and how their efficiency will be affected by the use of the new system.

7. How can the Grant Corporation increase user acceptance of the system?

Communication and training is the key to the acceptance of the new system. Communication will allow the staff to understand the need and the urgency to adopt the system and the training will equip them with the required skills to use the system to enhance their performance.

8. Discuss the potential benefits of process reengineering in this implementation. What impact might it have had?

Kimberling (2012) says process engineering ensures that the organization is able to maintain its competitive advantage in the market despite increasing competition. It allows organization to realize business process improvements and the potential benefits to the organization. It will allow the organization to earn more revenue and deliver higher productivity.

9. After the implementation, what steps should the HR department take to ensure proper maintenance and support of the system?

Post the implementation of the HRIS system, the HR department first need to carry out a test phase for the system and determine the efficiency of the system. It is important for the HR department to determine when to perform the maintenance of the system, what types of maintenance is necessary to be carried out and who should be responsible for performing the maintenance to ensure smooth running of the HRIS. Since the company has newly adopted the HRIS, monthly maintenance is recommended. This should involved fixing system bugs, coding and configuration apart from need for upgrading (Rietsema, 2016).

10. What can Julia Woodland do now to “get everyone on board” and increase the likelihood that this implementation will be successful?

Since Julia has already felt the increasing resistance and lack of cooperation from the staffs in the organization, the first step she needs to take after sending the notification would be able to hold meeting with individuals department and communicate the need for adopting the new systems. Educating the staff about the positive impact the system will have on their performance, productivity and organizational success will help in getting the support of the staff.

References

Deighton, M. (2010). Facility integrity management.

Duffy, J. (2016). Professional Practice Models in Nursing. New York: Springer Publishing Company.

Inceoglu, I. (2002). Organizational culture, team climate, workplace bullying and team effectiveness. Mu??nchen: Utz, Wiss.

Kimberling, E. (2012). Five Reasons Why Business Process Reengineering Should Happen Before Your ERP Implementation | Panorama Consulting Solutions. Panorama Consulting Solutions. Retrieved 19 September 2016, from

?ystein Saksvic, P. (2009). Prerequisites for healthy organizational change. [Saif Zone, Sharjah, U.A.E.]: Bentham eBooks.

Plessis, D. (2006). The impact of organisational culture on knowledge management. Oxford [England]: Chandos Publishing.

Rietsema, D. (2016). Are You Prepared to Maintain Your HRIS? - HRIS Payroll Software. HRIS Payroll Software. Retrieved 19 September 2016, from

Tomlin, K. & Richardson, H. (2004). Motivational interviewing and stages of change. Center City, Minn.: Hazelden.

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